Kellogg brings bold ideas to the table, and we gather the people who can affect change. The world knows us for combining the power of analytics and people. This is what we teach. This is how we equip leaders to think bravely.

Whichever program you choose, you will enjoy an unparalleled education, taught by our exceptional faculty and grounded in the unique Kellogg culture. Regardless of the path, your destination remains the same: a world-class management education.

Kellogg offers courses, such as Advanced Management Programs, to help professionals improve leadership, strategic and tactical skills and develop cross-functional understanding of organizations. Learn to overcome new challenges in a dynamic environment, to scale and work effectively on a global platform, and to build a common leadership culture.

Kellogg prepares you to meet the challenges of the global economy with an expansive, fully informed view of the world along multiple dimensions: through our curriculum, the diversity of our faculty and student body, and through our global presence. Prepare here to succeed anywhere.

The global economy is changing rapidly. Innovations and new methods of collaboration are expanding every day. These changes require leaders to think in new ways and understand the real-world application. Kellogg is at the forefront.

From day one, Kellogg students become part of a global network of 55,000 entrepreneurs, innovators and experts across every conceivable industry and endeavor. Our alumni exemplify excellence in management. They represent the advantage of the Kellogg experience.

Jeroen Swinkels is the Paget Professor of Management Policy in the Strategy department at the Kellogg School of Management. He joined Kellogg in 2009, after previous positions at Stanford, Kellogg, and the Olin School at Washington University in St. Louis. He received his PhD in 1990 from Princeton, and his undergraduate degree from Queen’s University in Canada.

Swinkels work has looked, among other things, at the question of how much of the value of an MBA can be traced to signaling versus education, how information is aggregated in auction and other market settings, the efficiency of auctions with many players, the design of incentive contracts with minimum wages, the design of procurement auctions when one vendor is preferred to another, and the evolutionary foundations for self control problems. He has been published in journals including Econometrica, the American Economic Review, the Review of Economic Studies, and the Review of Financial Studies. He is a fellow of the Econometric Society, an associate editor for Econometrica, and has served on boards including the Journal of Economic Theory and Games and Economic Behavior. He was chair of the economics group at the Olin School for 11 years, and received 16 teaching awards while there. His primary teaching is of the core strategy course Business Strategy.

August A. Busch, Jr., Distinguished Professor of Managerial Economics and Strategy, John M. Olin School of Business, Washington University in St. Louis, St. Louis MO, (Also, by courtesy to the Department of Economics after 2006), 1998-2009

Professor of Managerial Economics and Strategy, John M. Olin School of Business, Washington University in St. Louis, St. Louis MO, 1997-1998

An industry adage held that “there are two types of rental car companies: those that lose money and Enterprise.” The company that would become Enterprise Rent-A-Car was started in 1957 in St. Louis, Missouri, by Jack Taylor. Taylor set up Enterprise offices in neighborhoods rather than at airports because he believed that Americans would welcome a local option for renting cars when their own vehicles were being repaired.
In 2010 Enterprise had more than 6,000 rental locations in the United States and a fleet of 850,000 cars in service. Its parent, Enterprise Holdings (comprising Enterprise, National, and Alamo brands) accounted for nearly half of the car rental market and was more than twice the size of Hertz, the number two competitor.
Enterprise’s competitive advantage was the result of the combination of its practices in hiring, training, compensation, organization, customer service, IT, and fleet management, among others.

Full-Time / Part-Time MBA

Business Strategy (MGMT-431-0)

This course counts toward the following majors: Management & Strategy

Strategy is the set of objectives, policies and resource commitments that collectively determine how a business positions itself to create wealth for its owners. This course introduces students to principles and conceptual frameworks for evaluating and formulating business strategy. Topics include the boundaries of the firm, the analysis of industry economics, strategic positioning and competitive advantage, and the role of resources and capabilities in shaping and sustaining competitive advantages.

Executive MBA

Frameworks for Strategic Analysis (MGMTX-430-A) Frameworks for Strategic Analysis explores economic principles of business strategy and develops an analytic framework for identifying and evaluating alternative strategies.

Foundations for Strategy Formulation (MGMTX-431-0) Foundations for Strategy Formulation explores economic principles essential for the formulation and evaluation of strategy. Topics include industry analysis, strategic positioning and the boundaries of the firm.

Executive Education

Competitive Strategy Gain the insights you need to secure and maintain your organization’s competitive strategy long-term through this interactive learning experience. With a blend of modern theory, strategic analysis and practical application, this program readies you for sustainable strategic success based on time-tested economic principles for profitability and growth.View Program